Managing People in a Downturn

Furnham, Adrian

Managing People in a Downturn

Adrian Furnham
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Adrian Furnham: University College London

in Palgrave Macmillan Books from Palgrave Macmillan

Date: 2011
ISBN: 978-0-230-30720-9
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Chapters in this book:

Introduction: Adrian Furnham
Ability, aspiration, attitude: Adrian Furnham
The abnormal boss: Adrian Furnham
Achieving staff engagement: Adrian Furnham
The annual company conference: Adrian Furnham
Anti-management ideas on management apologetics: Adrian Furnham
Blind dates and speed dating: Adrian Furnham
Bridge employment: Adrian Furnham
Business and the media: Adrian Furnham
Changeability, malleability and adaptability: Adrian Furnham
City survivor’s guilt: Adrian Furnham
Cock-ups and cover-ups at work: Adrian Furnham
Communicate, communicate, communicate: Adrian Furnham
Conspiracy at work: Adrian Furnham
Dark triads and toxic triangles: Adrian Furnham
Dealing with opponents: Adrian Furnham
Defending the self: Adrian Furnham
The disaffected worker: Adrian Furnham
Divergent thinking: Adrian Furnham
Does coaching work?: Adrian Furnham
Dysfunctional credentialism: Adrian Furnham
Elite performers: Adrian Furnham
Employ-worthiness: Adrian Furnham
Engagement isn’t enough: Adrian Furnham
The entrepreneurial spirit: Adrian Furnham
Executive derailment: Adrian Furnham
Four legs good; two legs bad: Adrian Furnham
The gaff-prone CEO: Adrian Furnham
Good advice: Adrian Furnham
Half a mo: thin slices of behavior: Adrian Furnham
Hire positive people: Adrian Furnham
How management style leads directly to profit and loss: Adrian Furnham
How to be happy: Adrian Furnham
The identification of high-flyers: Adrian Furnham
Implicit assumptions: Adrian Furnham
Incentivizing presentism: Adrian Furnham
IQ testing at work: Adrian Furnham
Is management getting harder?: Adrian Furnham
Life after lay-off: Adrian Furnham
Managerial educability: Adrian Furnham
Managerial in-experience: Adrian Furnham
Neuro-everything: Adrian Furnham
Nice guys come second: Adrian Furnham
The normality of silos: Adrian Furnham
The off-site strategy meeting: Adrian Furnham
On the other hand: Adrian Furnham
A paradox resolved: Adrian Furnham
The personality of interviewers: Adrian Furnham
Political skills: Adrian Furnham
Process, profit and people: Adrian Furnham
Reassuringly expensive: Adrian Furnham
The requirements of good managers: Adrian Furnham
Restorative justice at work: Adrian Furnham
Sack ’em all: Adrian Furnham
Segmenting the sat nav market: Adrian Furnham
Selecting a prime minister or president: Adrian Furnham
Servant leadership: Adrian Furnham
Seven steps to happiness: Adrian Furnham
Sex at work: Adrian Furnham
Shapers of destiny: Adrian Furnham
So, what is potential?: Adrian Furnham
Strong situations: Adrian Furnham
Superego vs. super ego: Adrian Furnham
Taking an HR exam: Adrian Furnham
Three journeys: Adrian Furnham
Time at work: Adrian Furnham
Time perspectives: Adrian Furnham
Time-watching: Adrian Furnham
The unethical manager: Adrian Furnham
Value clashes: Adrian Furnham
The valuelessness of knowledge: Adrian Furnham
What’s the point of theory?: Adrian Furnham
Who wants to be an entrepreneur?: Adrian Furnham
Working abroad: Adrian Furnham
The young CEO: Adrian Furnham

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DOI: 10.1057/9780230307209

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